Understanding user evaluations of information systems
Management Science
The sciences of the artificial (3rd ed.)
The sciences of the artificial (3rd ed.)
A new social contract for research
Communications of the ACM
A semiotics framework for information systems classification and development
Decision Support Systems
Barriers to effective use of knowledge management systems in software engineering
Communications of the ACM
Comments on 'Factors that Impact Implementing a System Development Methodology'
IEEE Transactions on Software Engineering
HICSS '04 Proceedings of the Proceedings of the 37th Annual Hawaii International Conference on System Sciences (HICSS'04) - Track 8 - Volume 8
Four dynamics for bringing use back into software reuse
Communications of the ACM - Personal information management
Executives' perceptions of the business value of information technology: a process-oriented approach
Journal of Management Information Systems - Special issue: Impacts of information technology investment on organizational performance
Organizational Knowledge Management: A Contingency Perspective
Journal of Management Information Systems
Design and natural science research on information technology
Decision Support Systems
Design science in information systems research
MIS Quarterly
The nature of theory in information systems
MIS Quarterly
MIS Quarterly
International Journal of Information Management: The Journal for Information Professionals
Does Knowledge Management Matter? The Empirical Evidence from Market-Based Valuation
ACM Transactions on Management Information Systems (TMIS)
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We address how individuals’ (workers) knowledge needs influence the design of knowledge management systems (KMS), enabling knowledge creation and utilization. It is evident that KMS technologies and activities are indiscriminately deployed in most organizations with little regard to the actual context of their adoption. Moreover, it is apparent that the extant literature pertaining to knowledge management projects is frequently deficient in identifying the variety of factors indicative for successful KMS. This presents an obvious business practice and research gap that requires a critical analysis of the necessary intervention that will actually improve how workers can leverage and form organization-wide knowledge. This research involved an extensive review of the literature, a grounded theory methodological approach and rigorous data collection and synthesis through an empirical case analysis (Parsons Brinckerhoff and Samsung). The contribution of this study is the formulation of a model for designing KMS based upon the design science paradigm, which aspires to create artifacts that are interdependent of people and organizations. The essential proposition is that KMS design and implementation must be contextualized in relation to knowledge needs and that these will differ for various organizational settings. The findings present valuable insights and further understanding of the way in which KMS design efforts should be focused. © 2012 Wiley Periodicals, Inc.